【Inscription】

In fact, small companies also like people from Huawei and Midea, but small temples can't raise big monks, so they can only look at them.

But for companies with a certain scale, especially billions or even tens of billions, they prefer people from Huawei, Midea and Haier.

why?

1. [Case] =========

In the past month, Snail Jun has contacted a number of headhunting companies, most of which range from 3 billion to 30 billion. The positions recruited by these companies are basically at the executive level, with salaries ranging from one million to several million. Except for the requirements of the positions, almost all have the same characteristics, that is, the candidates are expected to be Huawei, People from Midea and Haier.

Let’s not discuss too much for the time being, whether the talents of these companies will choose these companies. Just from the thirst and desire of these companies for talents in large enterprises, we can see something: the middle and senior executives of corporate companies such as Huawei, Midea, Haier, etc., have become the sweet pastry of the market and the target of many companies.

Do you envy the people of these businesses?

2. [Viewpoint] ==============

Mr. Ren Zhengfei, the founder of Huawei, once said this sentence more than once: "Huawei is still on the road to a world-class enterprise." What does this sentence mean? Snail Jun translate: In Mr. Ren Zhengfei's view, although Huawei has made great progress and ranks among the world's top 500, it is not a real world-class company, because he is still on the road to the development of a world-class company; Another point is that it has a strong sense of crisis for Huawei's development, and it is also a low-key mentality, and there is a long way to go.

So, is this strategy right for many companies to tap the talents of big companies such as Huawei and Midea? Snail Jun, from the perspective of human resources, to talk about a personal point of view. I hope it will be helpful to all working professionals, especially HR practitioners.

3. Discussion on Enterprise Management ======================================

【1】Company growth logic

The growth logic of a company is actually a complex subject, but it is still described in management science, which divides the development of an enterprise into four stages: survival period, growth period, maturity period and recession period.

These four stages of development are defined from the inherent laws of things, and are of course scientific. For example, the development of an organization can be regarded as a living organism, which is a process from birth to growth and finally decay. Therefore, the final outcome of an enterprise must be demise, and the development of an enterprise is to prolong its life.

More importantly, when each stage is crossed, it is generally difficult for enterprises to achieve by their own capabilities. That is to say, if this hurdle cannot be overcome, the company will be stuck in a certain stage continuously, of course, stay for a long time, or Make the enterprise into a life-and-death dilemma.

【2】Management of true value

Whether from management or from the business world, management creates value and has reached a consensus. From the perspective of the Fortune 500, these companies not only possess the main core competitive elements such as market brand, technology, capital, and talents, but more importantly, their management level is also first-class, so the management of world-class companies is also world-class.

From the perspective of these companies that have come, management creates value, which shows that the long-term development of a company does not come from customers, but from the management of the company. Like a centenarian, how can he live a hundred years without a healthy body?

The real meaning of management to create value lies in: the core competitiveness of the company is nurtured through management methods and methods, and this competitiveness becomes the ability to conquer the city and conquer the land in the market, so as to ensure the continuous growth and development of the enterprise, and even become a century-old store .

【3】The core concept of talent

If you compare two companies in the same industry: basically founded in the same year, one with an output value of less than 1 billion yuan and the other with an output value of more than 10 billion yuan, what rules will you find after comparing the two companies?

According to Snail Jun's research on many enterprises, it will be found that the biggest difference lies in talents. Excellent enterprises are always full of talents, showing very strong professional ability and professional quality. They have their own authority and give full play to their professional value in their positions. In those small-scale enterprises, the bosses are exhausted to death, and they have a bunch of "wine pockets and rice sacks", and these people are also very aggrieved, always thinking that they are underappreciated because the boss does not give them rights.

Excellent companies empower talents, trust them, and give full play to the professional value of these people. In a stagnant enterprise, the only talent is the boss himself. So, how can a team of one person compete with a team of thousands of horses?

4. Enterprise talent strategy =============================

In fact, it is difficult for talents to be owned by oneself, and can only be used by oneself. China's demographic dividend has ended, but the talent dividend has not yet been discovered. It should be said that China's talents are the most cost-effective period. Because of the problems of the management system, many outstanding talents are underappreciated, and these people are very eager for career platforms.

Regrettably, most companies have not yet realized this and have failed to provide a good opportunity for talents. From the perspective of human resources professionals, this is the talent mechanism.

At present, enterprises are thirsty for talents, but they cannot be realized. That is, the company does not have a talent mechanism, which makes it difficult for talents to survive, let alone create value .